I recently wrote an article titled “Hate Everything or Risk the Consequences,” in which I lamented that law firms restrict the social medial activity of their lawyers. But then I spoke to Tony Albrecht, who knows a lot about this stuff and I now realize that I understated the problem.
I think that lawyers should know who they are and what type of clients they want (and the answer is not “any client with a pulse.”)
Here is a great example from Maureen Mckay’s website (www.mckaylegal.com):
McKay Legal® has a select clientele.
You are the right type of client for McKay Legal® if you:
One day, quite a few years ago, I was out for lunch with a banker who I will call Neal. Neal was a commercial account manager at a large Canadian Bank. As I always did at such meetings, I asked Neal, “how can I help you?” (For those of you who need a masterclass in networking, this is how you do it. You don’t tell referral sources how great you are, how your firm provides better quality services at lower prices, and all of the usual boring stuff. You ask people, “how can I help you?”)
A friend of mine, who I will call Bill, was named as a Best Lawyer. Bill is a sole practitioner in a narrow specialty, and I am inclined to believe that having his peers vote him that award is meaningful. Unlike some of the multitude of lawyers in large firms who won similar awards, Bill did not have hundreds of colleagues to vote for him.
Unfortunately, you will not find Bill’s name in the online directory of Best Lawyers because he declined to pay the minimum fee of $1,595 per year (supposedly reduced from $1,850).
Way back before the cell phone, we had a telephone in our reception area for clients to use. At the same time, my doctor had a sign in his reception area advising patients that the doctor’s phone was for his staff’s use and clients could use a payphone in the lobby. The difference? We lawyers had to market ourselves to find clients and then convince them to pay our bills. My doctor worked under a government health care system and did not have to worry about either of those things.
Those of you who have been following this series know that I said that Part Seven was the final article in the series. It turns out that I lied.
The purpose of the series is to set out the questions which Articling Students and new Associates should figure out about their firms when deciding whether to stay there over the long-term.
This time it is about the Chief Marketing Officer (“CMO”).
In 1971, Xaviera Hollander published her first book titled, “The Happy Hooker: My Own Story.” It sold twenty million copies.
“According to most studies, people’s number one fear is public speaking. Number two is death. Death is number two. Does that sound right? This means to the average person, if you go to a funeral, you’re better off in the casket than doing the eulogy.” Jerry Seinfeld
Early in my career I spoke to a group of lawyers about opinion letters. I was awful. I read the entire presentation, which was chock full of technical details, and bored the audience to tears. To this day, if I close my eyes, I can still hear them snoring and crying at the same time.
I was a super-fantastic lawyer. Really, almost everyone says so. And yet, there were a few clients who did not appreciate what I did for them or what it cost to have me do it. Luckily for me, during most of my career Google Reviews were not much of a thing. And until they were, those few and far between ignorant and unappreciative ingrates who did not like me did not have much of a public forum for spreading their lies.
There once was a law firm which marketed itself as being a team of lawyers with deep expertise in different areas of the law who worked together seamlessly to deliver the best possible outcomes for the clients. Let’s call them “Super Team Lawyers.”
Super Team compensated its lawyers for bringing in business by awarding origination credits to the lawyer who introduced the client or referral source to the firm and paying them a percentage of their originating credits.